Building on their earlier collaborative work in The Balanced Scorecard and the Strategy-Focused Organization, (Kaplan (leadership development, Harvard Business School) and Norton (president, Balanced Scorecard Collaborative) add the concept of "strategy maps" to their system of strategic management for business executives. Based on the idea that the results of strategy can't be measured without the strategy first being described and that strategy is easier to describe if it can be visualized, strategy maps are visualization tools for executives that are based on the principles that strategy: balances contradictory forces, is based on differentiating between value propositions required to please targeted customer segments, and recognizes that value is created through internal business processes. Annotation ©2004 Book News, Inc., Portland, OR
Pt. I Overview
1 Introduction
2 Strategy Maps
Pt. II Value-Creating Processes
3 Operations Management Processes
4 Customer Management Processes
5 Innovation Processes
6 Regulatory and Social Processes
Pt. III Intangible Assets
7 Aligning Intangible Assets to Enterprise Strategy
8 Human Capital Readiness
9 Information Capital Readiness
10 Organization Capital Readiness
Pt. IV Building Strategies and Strategy Maps
11 Customizing Your Strategy Map to Your Strategy
12 Planning the Campaign
Pt. V The Case Files
13 Private-Sector Organizations
14 Public-Sector Organizations
15 Nonprofit Organizations
Index